Human Resource Systems

Human Resource Systems
What Do Manager Do?

Managers Get Things Done
Human Resource System

What Is An Organization?
Consciously Coordinated Social Unit Functions On A Continuous Basis To Achieve A Common Goal

What Are Management Functions ?
Henri Foyals: Plan Organize Command Control Coordinate
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In The 21st Century:
Planning Organizing Leading Controlling
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To Plan: Organization Goals Establish Overall Strategy To Achieve These Goals Developing A Comprehensive Set Of Plans To Integrate And Coordinate Activities

To Organize: What Tasks To Be Done Who Is To Do Them How Tasks Are To Be Grouped Who Reports To Whom What Decisions Are To Be Made
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To Lead: Motivate Direct The Activities Select The Most Communicative Channel Resolve Conflicts

To Control: Monitor Organizational Performance
Human Resource Systems Why Do We Need Management

Speed Of Change Technological Developments To Competitive Strategies Forces That Affect Organizational Performances Government Actions, Expectations Of Employees Are Complex.
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Put Employees Into a room with only a table and two chairs. Leave them without any instruction and check back on them in two hours. If they have taken the table apart... ...assign them to engineering. * If they are counting butts in the ashtray... ...put them in finance.
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Human Resource Engineering

If they are talking to the chairs...
...assign them to personnel* If they are sleeping...
...they are management material.

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* If they do not notice when you walk in...
...place them in security. * * If they Leave Early.. Put them In Sales
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Ten Specific Managerial Roles Grouped Under Three Primary Activity Centers 1.Interpersonal 2.Informational 3.Decisional
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Figure Head
Interpersonal Role
Leader
Liaison
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Informational Roles Monitor Disseminator Spokes Person
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Human Resources Sysytems

Decisional Roles Entrepreneur Disturbance Handler Resource Allocate Negotiator
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Henri Fayol Focus On Managers Job Organizational Functions Were Included - Purchasing Planning - Production Organizing - Sales Directing - Finance Coordinating - Accounting Control - Administration
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20th Century Concept Federick Taylor pioneered Scientific Management Movement Observation of People Through Time And Motion Study, Importance To Task Lillian Gilbreth Analysis And Synthesis On The Basis Of Goal Setting Henri Fayol Administrative Principles Elevation Of Management From Shop floor To The Entire Organization
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Max Webers Bureaucracy Theory The Great Depression Led To Behavioral Approaches Elton Mayos Hawthorne Studies At Western Electric Humanistic Psychology Abraham Maslow, Douglas Mcgregor
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Mary Parker Follet Administrative Behavior Reciprocal Nature Of Power, Power As An Agent Of Change The Contingency Perspective It All Depends Perspective.
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Social Sciences - Psychology - Sociology - Social Psychology - Political Sciences - Anthropology
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Management Is The Practice Of Directing, Organizing, And Developing People, Technology, And Financial Resources In Task Oriented Systems That Provide Product And Services To Others.
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Links With Organizational Strategy How? A Major Airline Implements The Purchase Decision Of Buying Four New Airbus A380s 600 and 800 Seat Super Jumbo Aircraft. This Aircraft Is A Flying Palace Spacious Enough To Feature Sleeping Quarters, Shops, Exercise Rooms.
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What Are The Major HR Implications?
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The Most Experienced Captains With The Airline Will Need Training Training Needs Through Out The Cockpit Ranks First Officers, Flight Engineers Cabin Attendants Will Need To Undergo Training In Safety Features And Service
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Maintenance Mechanics Will Need Training In Routine And Special Servicing Of The Airplane Purchasing Agents Different Parts And Supplies Will Need To Be Ordered Construction Will Need To Be Undertaken To Alter Airport Gates
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Marketing Representatives Will Need To Know The Airplanes Special Features To Promote Travel On It.
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All this.
A Seemingly Straight Forward Decision To Purchase A New Aircraft, A Decision Based On Business Projections!!!
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Strategy: Corporate Strategy Several Businesses Business Strategy Competitive Positions Functional Strategy - Departments
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Strategic Planning Process SWOT Basic Strategic Trends: Globalization Technological Changes Diverse Work Force Nature Of Work
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Managerial Consequences: Global Expansion Improved Competitiveness Organizational Changes Flat Knowledge Management
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Strategic Decisions
Add New Type Of Equipment Acquisition
Impact On HR
Training Selection (From Acquired Firm), Training, Compensation, Outplacement
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Strategic Decisions Impact On HR
Pursue Competitive Strategy Compensation, Labor Relations, Training Expand Markets Selection, Training, Compensation Relocation Of Factory Transfer, Recruitment, Selection, Training
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HR Strategic Role: Ensuring Competitive Advantage Shift From Protector And Screener To Strategic Partner And Change Agent Metamorphosis From Personnel To Human Resource Management
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Role Of HR: Environmental Scanning Providing Of Competitive Intelligence Providing Of Internal Strengths
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Human Resource Strategy

Future. Corporate Reorganizations - Loss Of Job, Pay, Benefits - Job Changes - Transfer To A New Geographic Location - Changes In Career Growth
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Steps Before Making A HR Score Card: Emerges From The Balance Score Card - Attempts To Collate Measures From Four Areas Financial, Internal Business Process, Customer, Learning And Growth (Objectives, Measures, Targets, Initiatives)
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HR Score Card:
Understanding The Reason For Implementing The HR Score Card
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HR Outcomes Measure The Focus On Business Outcomes Operational HR Metrics That Focus On Efficiencies
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Understanding The Business Context Of HR What Are The Value Drivers OF Business Units? What Is HR Value Proposition To The Business Where Is HR Contribution Recognized By Senior Management, The Line, Employees, HR Itself, Investors?
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What Does The HR Function Currently Measure? Are The Metrics Activity Driven Or Value Driven?
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Defining HR Value:
- The Value Of The HR Function As A Whole - The Value Of HR Processes As Practiced Throughout The Organization Performance Management And The Fit With Culture, Structure And Strategy
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Defining HR Value: Selecting The Relevant Measures And Metrics Maintaining A HR Score Card Frame Work
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Now HR Score Card: Business Context Two Influences On HR Effectiveness: - External Influences The Companys Current Operating Environment - Internal Influences How The Business Perceives HR Capability
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Current HR Objectives:
Resources, Performance Management, Training, And Development, Reward, Employee Relations Areas Where Measurement Is Required
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Evolve Appropriate HR Metrics
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Score Card Design Frame Work: Financial Process Internal Customer Focus People/Human Capital Management
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Financial Value: - HR Management Budget/Spend - HR Development Budget/Spend - Sales Per Employee - Revenue Per Employee
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Human Resource System

Internal Customer: - Training - Self Learning - Ration Of E Learning Modules To Traditional Training Modules
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Human Capital Intervention (Focus And People) - Training Days Delivered - Training Needs/ Analysis - Performance Management
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Human Capital Management - Absenteeism Ration - Headcount - Staff Turnover - Employee Commitment
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HR Planning:
What Positions To Fill How To Fill Those Positions
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HR Planning: To Forecast: Personnel Needs The Supply Of Internal Candidates The Supply Of External Candidates
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How To Forecast Personnel Needs ? Forecast Future Revenue Estimate The Size Of Staff To Achieve This Revenue Projected Turnover Of Manpower Quality And Skills Based On Changing Needs Of The Organization
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Strategic Decisions Technological Changes Financial Resources Available
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To Predict Employment Needs:
Trend Analysis Ratio Analysis The Scatter Plot
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Job Analysis: Procedure To Determine Duties Of Positions Characteristics Of People To Satisfy These Positions - Job Descriptions - Job Specifications
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Job Analysis: Work Activities Human Behaviors Machine Tools, Equipments Performance Standards Job Context Human Requirements
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Uses Of Job Analysis: Recruitment And Selection Compensation Performance Appraisal Training Discovering Unassigned Duties
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Performance Appraisal
Why Job Analysis? Globalization Flatter Organizations Reengineering High Performance Insight
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Which Are The Types Of Jobs To Be Analyzed ? Jobs Which Are Critical To The Organization Jobs Which Are Difficult To Learn And Perform Legal Factors
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Types Of Job Data: Foundation Work Activities (Basic ) Amount Of Responsibility Intermediate Work Content (Some Technological Content) How Much Of Time Is Spent On Teaching People? Area Work Activities Technologically Oriented Specific To Work Activities
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Steps In Job Analysis: How Will The Information Be Used? Review Relevant Background Information Select Representative Positions Actually Analyze The Job Verify The Information Develop A Job Description And Specification
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Methods Of Collecting Job Analysis Information: Qualitative Quantitative
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Qualitative Methods:
Interview Individual, Supervisor, Group
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Interview Method Typical Questions: What Is The Job Being Performed? What Are The Major Duties? What Exactly You Do? What Physical Conditions Do You Work In? In What Actives Do You Participate?
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Interview Method: Detailed Checklists Interview Guidelines Questionnaire Method: Observation Method Participant Diary/Logs
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Recruitment The Process Of Organizations Locate And Attract Individuals To Fill Job Vacancies
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Recruitment Process: Vacant/New Position Occurs Perform Job Analysis And Plan Recruiting Effort Generate Applicant Pool Internal/External Evaluate Applicants Impress Applicants Make Offer
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Strategic Issues In Recruiting: Match With Organizational Values State Of External Labor Market Firms Ability To Pay Attract Talent
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Recruitment Goals: To Attract Large Pool Of Applicants Attract High Proportion Of Well Qualified Candidates Who Are Interested In Accepting Offers Post Hiring Goals Retention, Spill Over Effect
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Recruitment Philosophy Whether Internal/External Recruitment Merely Filling Up Vacancies/Hire For Long Term Careers Depth Of Commitment To Hiring A Diverse Range Of Employees Marketing Orientation Ethical Overtones
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How To Attract Applicants: By Changing Nature Of Inducements Target Labor Pools Sponsor Immigration Mergers And Acquisitions Temps Employee Leasing
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Internal Recruitment: Job Posting And Bidding Consulting Of Replacement Charts Nominating Committees Managerial Succession Planning
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External Recruiting: About The Position To Be Filled Job Specification Sheet Recruiter Must Identify What Will Attract The Candidate
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Planning For External Recruiting: Factors Which Are Time Consuming: The Need For Confidential Search A Technically Complex Position Competition In The Market Place A Poor Industry/Company/Division Reputation Low Pay Unclear Job Description An Undesirable Location
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External Recruitment: Informal Methods Employee Referrals Formal Methods - Advertisements Internet Recruitment Employment Agencies HR Consultants
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Recruiting Targeted Groups: Executive Search Firms - Reasons For Failure Unrealistically High Job Specifications, Poor Reputation, Internal Politics In Hiring Organisations, Insufficient Research Staff, Use Of Overly Specialized Search Firmly
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Campus Recruiting Recruiting Older Workers Recruiting Disabled Workers Affirmative Action Recruiting E.g.: SEZ
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The Applicants Point Of View: Job Search Job Choice
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Job Choice: Individuals Make Rational Choice - Pay, Benefits, Growth Instinct Influenced By Interviewers Skill/Politeness
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Why Selection Is Important?
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Selection: Your Own Performance Depends On The Performance Of Your Colleagues It Is Costly To Recruit Legal Implications Negligent Hiring
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Effective Selection Depends On Validity And Reliability Validity A Sample Of A Persons Behavior Reliability Consistency Of Scores
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Reliability :
Systematic Error Versus Random Error
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Methods Of Measuring Reliability:
Test Retest Consistency Of A Test Over Time Inter-Rater Internal Consistency
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Validity: Whether The Test Is An Adequate Measure Of The Characteristic It Is Supposed To Measure Whether The Inferences Based On The Score Are Appropriate
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Validity :
Criterion Validity Behavioral Determinations Content Validity Representative Of Constructs Domain
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How To Validate A Test? Step 1: Analyze The Job - Predictors Job Description And Specification - Define Success On The Job - Standards Of Success Criteria 89

Step 2:
Step 3:
Choose The Tests

Administer The Test Concurrent Validation Predictive Validation
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Concurrent Validation: 3 Steps Select A Sample Of Employees Give Each Employee A Proposed Selection Test Compute The Correlation Between Test Scores And Criterion Scores
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Predictive Validation:
Present (Time 1) Versus Future (Time 2)
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Step 4: Relate Your Criteria (Test Scores) And Predictor ( Test Scores)
Cross Validate And Revalidate
Step 5:
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Special Concerns In Validation: Measurement Bias Validity Generalization
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Types Of Tests For Selection:
Cognitive Abilities Motor And Physical Abilities Measuring Personalities And Interests Management Assessment Centers Simulation Exercises (In Basket, Leaderless GD, Games, Individual Presentations, Objective Tests, The Interview)
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Induction
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Induction: Employee Induction Should Feel Comfortable And At Ease Understand The Organization's Culture Policies And Procedures Of The Organization Expectations From The Employee
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Training And Development
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Training 5 Step Process: Needs Analysis Step A.D.D.I.E. Instructional Design Validation Step Implement Evaluation And Follow -Up
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Training And Learning:
Make Learning Meaningful Make Skills Transfer Easy Motivate The Learner
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Analyzing Training Needs
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Analyzing Training Needs:
Task Analysis Performance Analysis Supplementing Methods: - Managements Request, Supervisors Report, Personnel Records, Questionnaire Survey
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Performance Analysis:
Difference Between Cant Do And Wont Do
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Traditional Training Methods: On-The Job Training Apprenticeship Training Informal Learning Job Instruction Training Step-By-Step Approach Lectures Programmed Learning Audio-Visual Tools Simulated Training 104 Computer Based Training

Managerial Development And Training: Job Rotation Coaching/Understudy Transactional Analysis
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Off The Job Training And Development Techniques: The Case Study Method Management Games Out Of Campus Seminars University Related Programs Role Play
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Behavior Modeling: - Showing The Right Way Of Doing Things - Practice The Right Way - Feedback
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Evaluation Of Training Effort: Designing The Study Controlled Experimentation Training Effects To Measure: Reaction Learning Behavior Results
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Development
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What Is Career?
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Organization Career Development Individual Career Development
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Career Development Vs. Personnel Development - Ensures Needed Talent Is Available - Improves Organizational Ability To Attract And Retain High Talent Personnel - Ensuring Growth Opportunities For All Employees - Reduces Employee Frustration
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External Versus Internal Dimensions To A Career
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Career Stages: Exploration Establishment Mid-Career Late Career Decline
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Effective Career Development: Challenging Initial Jobs Dissemination Of Career Option Information Job Postings Assessment Centers
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Career Counseling 4 Elements: Employee Goals And Aspirations For The Next 5 Years The Managers Views About Opportunities Available Identification Of What The Employee Would Have To Do In The Way Of Self Development Identification Of Actual Steps In The Form Of Plans For New Development Activities
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Methods For Growth:
Career Development Workshops Continuing Education Periodic Job Changes Sabbaticals
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Suggestions For Individuals Career Development: 3 Step Self Assessment Process: Identify And Organize Your Skills, Interests, Work-Related Needs And Values Convert These Inventories Into General Career Fields And Specific Job Goals Test These Possibilities Against The Realities Of The Organization Or The Job Market
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Performance Appraisal
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Why Performance Appraisal? An Objective Method To Decide On Compensation/Benefits Identify Areas Where Development/Training Is Required Criterion On Which Selection Programs Are Validated
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Other Uses Of Performance Appraisal: Less Need to Micro Manage Greater Employee Commitment Greater Employee Engagement Increased ease and comfort around Performance Appraisals Better Coordination Between Company, Department and Individuals Performance
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Linkage Between :
Efforts And Performance Performance And Rewards
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What Is Performance In Performance Appraisal?
Means Doing The Job Effectively And Efficiently With A Minimum Related Employee Disruption
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Definition Of Performance Appraisal: Is A Structured Formal Interaction Between A Subordinate And The Supervisor That Usually Takes A Form Of Periodic Interview In Which Work Performance Of The Subordinate Is Examined And Discussed With A View To Identify Weaknesses And Strengths, Opportunities For Skill Development
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The Appraisal Process: Establishment Of Performance Standards Communication Of Expectations To The Employee Measurement Of Performance How And What To Measure Actual Performance Versus Expected Performance
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Who Should Do The Appraisal: Immediate Supervisors Peers Self Evaluation Immediate Subordinates
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When The Systems Of Performance Appraisal Is Not Clear : 3 Emotions Are Prevalent: Ambiguity Uncertainty Suspicion
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Methods Of Appraisal: Graphic Rating Scales 1. Quality (Accuracy, Thoroughness, Acceptability Of Work Performed) 2. Productivity 3. Job Knowledge 4. Reliability 5. Availability 6. Independence
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Methods Of Appraisal: Paired Comparison Method Forced Distribution Method Critical Incident Method Narrative/Essay Method BARS Method (Behaviorally Anchored Rating Scales) Virtual Appraisals
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Steps For BARS: Generate Critical Incidents Develop Performance Dimensions Reallocate Incidents Scale The Incidents Develop A Final Instrument As Behavioral Anchors Clusters Of Skills
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Performance Management: Performance Planning (Employee Goal Setting, Objective Setting) Ongoing Communication Data Gathering, Observation, Documentation Performance Appraisal Performance Diagnosis And Coaching
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What Is Participative Management? Process Of Involving Those Who Are Influenced By Decisions, In Making Decisions. 2.Where Everyone Makes Certain That Everyone Gets Their Needs Met.
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Participative Management: Delegating Process: Responsibility + Accountability + Authority
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In Participate Management We Negotiate: Goals Guidelines Accountability Resource Reward
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The Concept Of Control Is Generally Replaced By The Concept Of Self-control And Accountability. The Word Manage Is Generally Replaced By The Words Lead, Encourage, Persuade, Lift, Serve, Help,Understanding, And Inspire The Words Negotiate And Review And Discuss And Decide Replace Words Like Orders, Inform, Tell, Assign, Direct, And Require. The Attitude Of Negotiation Is Encouraged By Phrases Like How Can We Improve The Phrase I Is Replaced By We
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Managerial Succession Planning: Business Systems: From To Organizational Pyramids - Flatter Systems Desire For Seasoned Leaders Want The Seasoning To Develop Sooner Stability Flexibility With Faster Market Responsiveness
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Managerial Succession Planning: Develop Pools Of Broadly Qualified Candidates Have Position Pools More Broadly Disciplined Candidates More Centralization And Integration Of Systems And Information In Business Units Cross Boundary Fertilization To Develop Broader Skills And Perspective
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Managerial Succession Planning: Largely Line Driven Strategic Competencies And Models Define Success Cross Functional Management Capability Individual Sets Career Direction Sequential Job Assignments Provide Primary Development, Supplemented By Specific Training Create Assignments For Development
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Human Resource Systems

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Human Resource Systems

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Human Resource Systems

What Do Manager Do?